Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Performance Measurement determine what is causing variances and corrective actions Additional Planning
Use caution with last 3 techniques - logical relationships often not consistently implemented with project management software
Assumptions Lead and Lag Time dependencies may specify time in order to satisfy relationship (example 2 weeks to receive order)
Emphasis on meeting schedule, flexibility with costs Drawn on AOA diagrams Can have dummy tasks
Suggests that Monte Carlo simulation will create a project duration that is closer to reality than CPM or PERT
Simulation
Schedule Management Plan how updates are managed Resource requirement updates leveling and activity impact
[P O]2
Best to select method that has least impact on the project (is the importance on cost, risk or schedule?)
Milestone Charts
Only shows major events Good for reporting to management and customer
Flow Charts
Depicts workflow and not commonly used for project management
Lag inserted waiting time between tasks Resource Leveling level peaks of resource usage; stable number of resources allows schedule and cost slip in favor of leveling resources Heuristic rule of thumb (80/20 rule)
Identify alternatives and consider realigning costs in phases to their expected savings
Parametric Modeling uses project characteristics in mathematical models to predict costs (e.g.building houses)
Reliable when historical information is accurate, parameters are quantifiable, and model is scalable
2 types: Regression analysis, Learning Curve
Bottom Up Estimating rolling up individual activities into project total smaller work activities have more accuracy Computerized tools spreadsheets, software
Supporting Detail
Description of scope (reference to the WBS) Documentation how estimate was developed Indication of range of possible results Assumptions
Cost Management Plan how cost variances will be managed Cost Risk: associated to seller for Fixed Price; associated to buyer for Time and Materials budget
Budget Updates changes to approved cost baseline; revised in response to scope changes Corrective Action Estimate at completion (EAC) forecast of total expenditures
Actual to date plus remaining budget modified by a factor (cost performance index)
Current variances are seen to apply to future variances
Lessons Learned
Estimate to Complete (ETC): EAC ACWP; how much will it cost from now to completion Variance at Completion: BAC EAC; when the project is over how much more or less did we spend (most common way of calculating EVA
Life Cycle Costing: includes operations and maintenance phases Value Analysis: find a less costly way to do same work
Design of Experiments analytical technique which defines what variables have most influence of the overall outcome
Cost and schedule tradeoffs
Quality Planning (Plan) determine what will be quality on project and how quality will be measured done during Planning Phases
Identifying which standards are relevant to project how to satisfy them Benchmarking look at past projects to determine ideas for improvement Cost Benefit Analysis Flowcharts (fishbone) Design of Experiments
Quality attributes can be subjective, objective and are specific characteristics for which a project is designed and tested Quality assurance example is team training Cost of Conformance = team training
Keep in mind of transient nature of projects Apply techniques that apply to current project needs Ensure HR compliance with project management activities
Staffing Requirements define skill sets from individual/group in particular time frames
Recruitment Practices
Pre-assignment result of a competitive proposal, or an internal initiative Procurement outside services are needed (lacking internal skills or availability can not be met)
Co-location place members in physical location Training enhance skills, knowledge, and capabilities of project team
Must be factored in cost analysis of project
Herzbergs Theory poor hygiene factors destroy motivation but improving them will not improve motivation
Motivating Agents Responsibility Self-actualization Professional growth Recognition
Leadership Skills
Directive Facilitating Coaching Supportive
Performance Reporting
Status Reports (where project stands) Progress Reports (what has been accomplished) Trend Report (project results over time) Forecasting Report (projecting future status) Variance Report (actual results vs. planned) Earned Value
Complex messages need oral, written and non verbal methods There are 5 directions of communication Faade when an individual processed needed information but withholds the information
Traditional organization forms have no single point of contact for clients/sponsors To determine if someone understands message, must obtain feedback Unanimous Agreement all members committed, decisions reached slowly, integrity is developed, future decision making is enhanced Clearly defined group goals: motivate team behavior, cause tension until completed, encourage member interaction
Risk Response Development defining enhancement steps for opportunities and response
Sometimes called response planning/mitigation
Identify cause and effect and effects and causes; what could happen vs. what outcomes should be avoided
Risk Symptoms triggers that are indirect manifestations of actual risk events (e.g. poor morale) Inputs to other processes identify need in another area; constraints and assumptions
Sources of Risk Potential Risk Events Cost Estimates Activity Duration Estimates
Statistical Sums calculate range of total costs from cost estimates for individual work items Simulation representation or model; provide statistical distribution of calculated results.
Monte Carlo, Critical Path, PERT techniques
Decision Trees depicts key interactions among decisions and possible outcomes Expert Judgment
Symptoms early warning signs determined by PM Risk Tolerances amount of risk that is acceptable
Decision Trees
Takes into account future events when making a decision today Makes use of expected value calculations and mutual exclusivity Be able to draw one; boxes are decisions, circles are what can happen as a result of the decision
Risk Management Plan documents risks identified and how they are addressed; non-critical risks should be recorded to revisit during the execution phase
Statement of Work (SOW) describes the procurement in detail clear, concise description of services
Can also be a Statement of Requirements for problem-solving activities
Inputs to Solicitation
Procurement Documents Qualified Seller Lists preferred vendors
Screening System establish minimum performance criteria Independent Estimates should cost estimates
Seller Invoices
Procurement Process
Procurement Planning = Make or buy Solicitation Planning = Request for Proposal Solicitation = Questions and Answers Source Selection = Pick vendor Contract Administration = Admin Contract Closeout = Finish
Fee = (Target Cost Actual Cost) x Seller Ratio (%) Total Fee = Fee + Target Fee Final Price = Actual Cost + Total Fee
Contract Interpretation
Based on analysis of intent
Could be approx. 30 questions in this area Understand Project Management Professional Code of Conduct
Ethics Legal Issues Cultural Sensitivity Managing conflicts of interest